Part III - Chapter 10

1. Symbolic metaphors help you gain different perspectives. Discuss how a defined standard process is like the script of a play. Explain how you would improve the standard process “script” on a specific project.

• An organization that is expending resources to ensure product quality knows that its product is only as good as its process. A standard process is a minimum set of procedures defined and approved for use by an organization. It is like the script in a drama class because it synchronizes the sequence of activities. Each person is given the same script, but everyone has a different role to play. A role may be assumed by one or more individuals. Having a defined process allows us to follow a written script and organize into clearly defined roles. As we execute the defined process, we know who is playing each role, and we can work together more efficiently. In software development, there are no dress rehearsals.

• The best way to take full advantage of this idea is to assign each developer the best “role” based upon their skill. If you can organize the team to play to everyone’s strengths you will have taken a very big step forward.

2. Define the process of process improvement. Include an organizational, action plan, and process notation. Explain how this process helps project teams.

• A software engineering process group (SEPG) should have a defined process for process improvement. An SEPG needs a script for process definition. The SEPG is itself an action team that can help structure the improvement organization, develop top-level action plans, and define the process of process improvement. Then other action items can be established to achieve action plan goals. Each team established to improve a process needs the process definition script to be successful in meeting objectives. Following the script, the output of all actions teams will be in harmony, because the detailed work flows from one master design.

3. Discuss the concept of diversity on process action items. List the advantages and disadvantages of working in a cross-functional team environment.

• A draft standard process is an important product for the action item. The draft is a brief overview of the final product, which is reviewed for understanding and consistency. It provides a sense of accomplishment early on that can serve as a catalyst for completion. There are four steps to develop the draft standard process:

• a. Select a process design method.
• b. Gather the risk practices.
• c. Scope the effort and products.
• d. Define the draft standard process.

4. What is the key to establishing an effective team? What is the difference between a group and a team? Do you think it is difficult to sustain a high-performance team? Discuss why you do or do not think so.

• The key to establishing an effective team is understanding three important team concepts:

• a. A team is not a group – Groups communicate; teams collaborate. Communication is the exchange of thoughts or information. Collaboration occurs when two or more individuals with complementary skills interact to create a shared understanding that none had previously possessed or could have come to on their own. Team members must collaborate to solve problems under constraints.

• b. A team is task oriented. A team is brought together to achieve specific goals. An effective team commits itself to achieving those objectives. Team members have a sense of shared purpose. When the objectives have been met, the team celebrates their accomplishment and disbands.

• c. A team matures over time. As the task evolves, the team roles also evolve. Consensus is the decision-making process of a mature team. It ensures that everyone can live with the decision. In spite of obstacles, growth and progress are made. The process for working together is refined over time.

• I think there is a distinct advantage in sustaining a high performance team. As the team matures they establish what their strengths and weakness are and play to them. They can divide projects up by giving each piece to the area “expert” and can develop software more quickly.

5. One way to clarify team goals is to ask team members to assess the risks of success. Identify and prioritize five risks of defining the organization’s standard risk management process. Describe a mitigation strategy for each identified risk.

• When the task and work products are properly scoped, a draft process is written. There are several common improvement themes to consider in designing the process activities:

• a. Reduce bureaucracy. Remove unnecessary approval cycles and paperwork.
• b. Eliminate duplication. Remove steps that are repeated.
• c. Add value. Assess whether the activity servers the customer’s requirements.
• d. Minimize errors. Make it difficult to introduce an error during the activity.
• e. Standardize. Select a single best way to do the activity.

6. What does it mean to “level the playing field”? Do you think it is important for an action team to do so? Explain your answer.

• After the team is organized for success, there should be an educational meeting to level the playing field. This is important to ensure that everyone begins work with a common understanding of the vocabulary that will be used. Basic knowledge required to execute the action plan is established. Skills required include, consensus, process definition, and risk management concepts. The team can be trained using videotapes, audio tapes, or guest lecture. The team members can review a portion of the material and then present it to the team.

7. Compare and contrast two process-design methods. You may select IDEF0, ETVX, the 3 R’s, or another method. Discuss which process design method is best, and, why. Can you design a hybrid method that would be better? If so, what improvement would your approach have over the current best method?

• 1. The IDEF0 process is described as follows:

• The basic building block of this method is shown below.

• Process elements are connected to make a more complex process definition. Using IDEF0 is systematic and easily understood and implemented. There are extensions of IDEF0 that focus attention on the tools and information that support the process. A parallel information modeling standard, IDEF1X has been used to transform information requirements into physical database schemas.

• 2. The ETVX process is described as follows.

• The ETVX method describes a process in terms of entry criteria, task, validation, and exit criteria. As shown below, ETVX explicitly calls for the validation of activities prior to task completion.

• Of the two methods I prefer the ETVX model. I think the iterative process is more effective than trying to do everything at once. I could see using IDEF0 and then making an iterative process once all of the elements are identified.

8. Discuss how scope relates to action team success. List five ways the scope of process definition can be adjusted to increase the chance of action team success.

• Understanding the difference between the action team’s objectives and the organization’s current practice will help the team to scope its effort and products. To properly scope its work, the team should consider the risk of defining scope incorrectly.

• A procedural change has a narrow scope. The degree of change may be an incremental improvement in an existing procedure. Small adjustments within existing functions are made. The philosophy may be, “We can do better”. The risk is lower, but the percentage improvement may be small as well.

• A change that is structural or cultural has a broad scope. The degree of change is radical. Sometimes there is a large degree of desired change from “as is” to “should be”. We may start with a clean sheet of paper to define a new process. The philosophy may be, “We know what does not work”. The risk is higher, but the reward may be greater.

• There are three intermediate work products that are produced to help bound the task. A product scope review checklist can be used to ensure the completeness of the following work products:

• a. Draft outline. Define the outline like a table of contents that contains the topics in the order that they will be covered. Describe the goal, objective, purpose, and context.

• b. Define the process as a “black box”, with input and outputs only. Define the process entry criteria and prerequisite conditions or products needed to start the process. Define the process exit criteria and verification criteria needed to end the process.

• c. Process diagram. Draw the process using the standard process notation.

• Here is an example of the check list you can use:

9. Describe the not-invented-here syndrome. List three possible consequences of this syndrome with respect to a standard process definition. Explain how extensive review of the draft standard process helps to avoid the not-invented-here syndrome. Discuss other ways to prevent the not-invented-here syndrome.

• The purpose of defining a standard process for an organization is to own the process and thus avoid the “not-invented-here” syndrome. Spending three months defining a standard process is a small price to pay for the ability to leverage it on all projects.

• Here are the three areas it could affect:

• a. Implementation of approved organizational policy.
• b. Compliance to action plan.
• c. Compliance to product standards.

• Like most other processes several reviews with all of the people involved in the project helps promote buy in form all of the team members. The not invented here syndrome is something that people feel is not reflective of their current work environment. Having key people put their suggestions in the standard process document makes it an organization specific document.

10. What is the advantage to a project if its organization has a reusable risk management process? Estimate the cost savings to the project in terms of budget, schedule, and staff resources.

• The advantage of having a reusable risk management process in place is obvious. Part of the process of developing one is tied to the project that is being undertaken. In other words you are doing to projects in one. Once the process is worked out the next project will go much smoother because the risk management process will be more refined and natural to the team. 

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